Can we 'do' Wellbeing remotely?

Covid-19 has done many things over the past few weeks - from making us focus on what is important - our health, happiness, freedom, families, friends; to appreciating the NHS and key workers like never before. It has also made us realise just how flexibly we can work. Many of us are staying at home, overcoming technical barriers and working around family commitments. Even jobs that before seemed unlikely candidates to work from home, like radio presenters or doctors' surgeries are doing just that - offering virtual services where this makes sense and is possible.

So why has it been such a challenge in the past to work flexibly in many companies? If it has been granted, 'flexible working' has often been one way - where individuals were asked to be available 24/7, so that the company could check in and work got done around the clock, but these same individuals still needed to apply for 'flexible working' schemes where being allowed to work from home on some days a week was a key achievement. This 'one way' flexible working practice, has meant an increase in stress and burn out for many. As a result movements such as 'Flex Appeal' by mother pukka, or organisations such as Timewise have been fighting the cause to make flexible working a more equal experience and more widespread.

In many ways it is great that we have gone from being told by employers for years that flexible working is difficult to grant 'due to business reasons' to now being enabled to do just this as part of the new BAU. Necessity for one is driving this of course, and the technology we all have available is enabling us. But organisations are also learning to trust their teams to do the work that they have been employed to do - and allowing them (within current Covid-19 rules) to pick the time and place to do so.

Recent research shows that effective organisational wellbeing measures need to be a combination of physical, mental and financial wellbeing. Lots of companies already feel they 'do' wellbeing - they provide free baskets of fruit once a week, they subsidise gym memberships or get a massage therapist to come to the office for their employees. Many also have increased awareness or programmes around mental health, stress and depression and some even offer help around debt, overspending and money management. A crucial element of cutting down on stress and improving work/ life balance and wellbeing is being able to work flexibly. Not to just be able to be 'on call' 24/7, but to be able to spend time with family and friends or going to the gym and taking a break.

Teams that are more engaged tend to take their wellbeing seriously - they embed flexible working deeply and allow individuals to not only raise concerns when work is getting too much, but also have productive group discussions around how to tackle issues, focusing on positive outcomes. Everyone from top leaders to team members are open about how they balance work and life - for example, entries for their daily personal gym sessions or their child's dance recital will be visible in their diaries, rather than hiding these as something to be done 'on the sly'. This openness recognises that life is as important as work and that by enabling both to thrive we create more innovative, focussed, happy and motivated teams.

At the same time, it is important to recognise that wellbeing is very personal and a 'culture of wellbeing' needs to be embedded in the organisation rather than just offering a list of initiatives - it is about removing the barriers for employees - whether that is providing access to more opportunities for activity, financial support or trust to work in a different way. It is about making a commitment, listening to and learning what your organisation or team needs and then co-creating a sustainable way forward.

So can we do 'remote Wellbeing'?

Precisely because wellbeing is such a personal thing, I believe it is very much possible to enable this remotely. Organisations and leaders can support their teams to speak up when they are struggling - whether this is due to too much workload, financial worries or mental health. Having a regular catch up call with each team member can help with this - to check in on how they are really doing, rather than them feeling you are just 'chasing' them on another deadline. If there are financial implications such as pay cuts due to Covid-19, look for ways to support individuals through loans or pointing them in the right direction to get financial advice. Many companies are already putting in place initiatives to help protect their team's jobs and supporting individuals financially - make sure your employees know what is being done to help them! As for mental health wellbeing, again, there are many resources already available - both nationally and within individual organisations. But is not only about letting individuals know about these schemes, it is as important to be aware of how your team is doing and taking the time to talk, listen to and encourage them when they need it most. Reminding them to focus on what matters to them and being kind to themselves. This could also be done regularly for the whole team by sending out a message or infographic acknowledging that times are different than normal, less will get done, that that is ok, and that the important thing is to get through this sane and well. As outlined above, it is also important to lead by example by openly logging off early when needed (and possible) and encouraging others to do the same. By being open with the team and giving a space for them to open up, trust you and be honest if they are struggling, you will not only be providing support, you will be building a stronger, more resilient and engaged team for the future.

In terms of physical wellbeing a remote initiative could be to get the team to join forces on a remote team challenge - and together (virtually) climb a mountain, do the Tour de France or run/ walk a marathon - over a number of days or weeks of course, so that it is achievable for all of the team. Having accountability partners and a goal will help everyone stay focussed and get out and about (once a day) or even do it indoors by climbing the stairs. There have been lots of ideas on Social Media on how to do this recently.

No matter what you decide to do, as hard as these exceptional circumstances are, they can also be full of opportunity - from embedding flexible working more permanently into our work cultures, helping the environment by not having to commute as much to spending more time with family.

I certainly know that the slower way of life that Covid-19 has brought about, has enabled me to focus on what is really important to me and spend more time with my little people - including doing some much needed exercise together. The time that would normally be spent rushing for a train or dropping kids off at school is now spent going for a run together, having breakfast and then starting the day. At the same time, there is a temptation to be logged on all the time and get little snippets of work done before everyone else wakes up or when the rest of the family has gone to bed. I am finding it tricky to 'switch' from work to kids mode and then back again, so that everyone gets the attention they need and deserve. And I keep having to remind myself that what really matters is joy... getting things done and being with the people that matter most in these tricky times without losing sight of making it a joyful way of life and remaining in that happy, productive place ... I would love to hear how you are getting on!